Lob Leadership

8/9/2019 Lob Leadership

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GROUP 12

Supriya Sahu

Shruti GoswamiVinay Kataria

Arshad Abbas Md.

Faiyaz Faruque.



` A Complex Multifunctional capability

` One should realize that the traits of a person which help him

succeed in a Particular situation may not always work for him

given a different situation.

` A Successful Leader is one who

is able to adapt his working style to the different working

conditions

motivate his fellow workers to go ahead in achieving their

goal.



` Many a times it is seen decisions being taken about candidatesbased on Distorted information, known as the ³HALO EFFECT´ .

` When it comes to hiring and promoting, it is often seen that acandidate is evaluated by top mgmt level by overvaluing his skill and

traits while overlooking others.

` Familiarity And Similarity : It is often seen that a Team leader oftenback people who are like minded.

` Being a Team Player : We often come across situations where theteam leader is not able to take decisions on his own he isdependent on his group to take decisions.



Inspire not Command :

A good leader is one who inspires his followers.

³A Leader is best when people barely knows he exists when his workis done , his aim fulfilled, they will say : we did it ourselves´-Lao Tsu.

Have Confidence and Belief:

Unless a Leader has a clear vision as to where he wants to go, it is

impossible in his part to make others follow.



Be willing to admit mistakes:He / She should not hesitate to consult his peers and subordinates

for fresh ideas. A Leader should ignore his ego, when coming to admit his mistakes.

Delegate where Appropriate:

A Leader should not do the tasks assigned to his workers.People need to feel valued and given responsibility.

³Leadership is getting someone else do something you want donebecause he wants to do it´. Dwight D. Eisenhower .

Learn from Others: A good leader should be constantly learning and improving.Good leadership requires wisdom and humility to learn.







Leadership style is the manner and approach of providing direction,

implementing plans, and motivating people.

The three major styles of leadership are :-

` Authoritarian (autocratic)

`

Participative (democratic)` Delegative (or free Reign)

` Paternalistic





` Self-Evaluation :

Self-evaluation is a part of the system for both entry and experienced

employees.

Self-evaluation is a process whereby individuals access their performance related to standards and objectives.

Self-evaluation promotes self-awareness and provides data for

performance enhancement.

The employee takes responsibility for bringing self-evaluation data to

the attention of the supervisor during performance enhancementconferences.



` Annual Appraisal

The final appraisal conference should follow the

strategic planning and budgeting cycle generallycompleted in February-March.

During the discussion, the supervisor and employee will

determine the final ratings on each of the standards. After the

supervisor completes the forms and both the supervisor andthe SAMP employee sign them, they are placed in the

employee's personnel file.



` 360 Degree Feedback :360 degree feedback, also known as 'multi-rater feedback', is the

most comprehensive appraisal where the feedback about the

employees¶ performance comes from all the sources that come in

contact with the employee on his job

360 degree respondents for an employee can be his/her peers,

managers (i.e. superior), subordinates, team members, customers,

suppliers/ vendors - anyone who comes into contact with the

employee and can provide valuable insights and information or feedback regarding the "on-the- job" performance of the

employee.



` 360 degree appraisal has four integral components:

1. Self appraisal

2. Superior¶s appraisal

3. Subordinate¶s appraisal

4. Peer appraisal

` Self Appraisal gives a chance to the employee to look at his/her

strengths and weaknesses, his achievements, and judge his own

performance. Superior¶s appraisal forms the traditional part of

the 360 degree performance appraisal where the employees¶ responsibilities and actual performance is rated by the superior .



` Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior¶s ability to delegate the work, leadership qualities etc.

` Peer Appraisal Peers also known as internal customers, the correct feedback given by peers can help to find employees¶ abilities to

work in a team, co-operation and sensitivity towards others.

` 360 degree performance appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others¶ perceptions about the employees. Some of the organizations following it are Wipro,

Infosys, and Reliance Industries etc.



` 360-degree feedback provides a better understanding of individuals

performance at work

` 360-degree feedback provides a multifaceted view about the

employees from different sources

`

360-degree feedback provides increased the understanding about one's role expectations

` 360-degree feedback reduces training costs by identifying common

development needs.

` It promotes better Communication within departments

`

360-degree feedback ensure better interpersonal relationship and group cohesiveness

` It promotes self -directed learning and provides a road map for

employee's development planning



` Effective follow-up is the prime requirement of 360-degree

feedback. Failure in follow-up may cause more harm than good

` The 360-degree feedback is time consuming and cost consuming

assessment process. Without having adequate resource to

implement the process, it will end up nowhere and develop financial

burden to organisation

` The trust and confidence on the employees who undergo this

feedback assessment process is a determinant factor in its

outcome. Many consider this appraisal as tool for downsizing.

` Many times the confidentiality of the appraisal cannot be ensured

from the HR department



` R ating System:

To rate human behavior is difficult at best.

A majority of the indicators should represent the typical employee

performance.

The rating scale for competency in each of the standards for both

Entry and Experienced Leaders follows.



` Exemplary: Consistently exceeds standards and expectations for performance; demands excellence for self and others;.

` Highly Effective: Consistently meets and sometimes exceeds standards and expectations for performance within the District.

` Effective: Regularly meets and sometimes exceeds standards and

expectations for performance within the District.` Needs Improvement: Exhibits minimum quality performance in

relation to standards and expectations; continues or begins to develop as a SAMP employee in the District.

` Unsatisfactory: Needs assistance to improve to an acceptable level of performance in relation to standards and expectations for

SAMP employees within the District



` Prerequisites: Top Management Support

Confidence of employees on the appraisal methodology

Objectives need to be measurable with performance requirements clearly stated.

A detailed plan of implementation

Collaboration between superior and subordinates

Some prior experimentation and positive experiences Clear organizational philosophy and policy objective

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Lob Leadership